This post was originally written for the Lead Change Group blog. I wanted my readers to have the opportunity to read it in case you missed it there.
~
I’m quite fortunate to be part of the team at CEO Connection, working closely with our CEO members on a daily basis. One of the real perks of my role is the opportunity to meet with small, intimate groups of these executives five times a year in different locales around the world
At these meetings they have a chance to truly reflect on – and be open and honest about – mistakes they’ve made, and they share experiences and insights that enable them to leave with renewed and energized visions and strategies.
In each session the question invariably arises, “What do you wish you’d done differently when you first took the job?” And in each session the response is overwhelmingly the same, “I wish I’d moved faster on talent decisions.”
Why? Because often their gut tells them that the people are not aligned properly with the needs of their roles, and that the roles are not aligned with the business needs that are driven by the organization’s new vision. But there may be fear about sending disruptive signals by making dramatic changes, and by making them quickly.
And yet, upon reflection, that is hands-down what they wish they’d done.
I believe that by doing the following seven things it is possible for CEOs and other C-suite executives to address talent alignment issues in a proactive and positive way, so that the organization is galvanized for forward movement toward its vision as quickly as possible:
- Make managing and growing your talent a top priority. This means making it one of the top three items in every staff meeting and every strategy discussion.
- Communicate openly about the importance – and the benefit to everyone in the company – of having positions aligned with the vision and strategies of the company, and of having the right people in those positions.
- At the same time, be committed to finding roles for the current employees that best align with their strengths, and thus “set them up” for success.
- Be open about your willingness to work with employees who may be in positions that are not a great fit – to help them via coaching or mentoring – so that both they and the company are better off because of the process.
- Make sure that talent decisions align with the values of the company. Top performers that disrespect others and play by their own rules – and may have been allowed to do so under previous leadership – must be dealt with because of their impact on the organization’s culture.
- Remember that everything communicates. Not addressing talent issues of non-performance speaks volumes.
- And remember the power you have to communicate, through words and actions, a genuine desire to see everyone succeed – and to mean it.
What advice do you have for CEOs who are reluctant to make talent decisions, but who know in their gut they must be made? I’d be honored to hear from you.
~
If you enjoyed this post please consider sharing it with others using the share links below. I would also be honored if you would subscribe to my blog. Subscribe Here to receive posts in your email in-box. To receive posts via “READER” Subscribe Here.
Thank you for reading and for being part of this community – it means so much to me.
You can find me on Twitter at @LisaPetrilli and on LinkedIn. To hire me for Visionary Leadership programs, Magnetic Marketing Consulting or for the Social Media Concierge program, email me at Lisa@CLevelStrategies.com.
Photo is Think About by dphuonq.
15 Response Comments
I think #3 and #4 could be read as contradictory.
In #4, if a person is struggling in a role, it could be due to skill or experience. There the aids you suggest will help. But if the role calls them to depend on their non-talents, then those weaknesses cannot be overcome. If the employee doesn’t see that, then you have to help them with what is the other side of #3. Sometimes that extends to separating them from the company.
I once discussed a divisional realignment with its VP. He described a process that benchmarked the top 100 executives in the division. Of the 100, 70 were in the right role and 30 were not. Of the 30, 18 were willing to take other roles in the company but 12 left, in large part because they did not agree with the assessment. It was the right move for both parties.
Mark
Mark,
Agreed on all fronts. If a role cannot be found that is a match for the employees strengths, then you’re absolutely right – leaving is in the best interest of the person and the company. It’s important for the employees to know, I believe, that the CEO and C-suite executives are doing their best to align all employees with roles that support the vision and set them up for success.
Thanks for your insights!
I was particularly glued to #7. I had an experience with a leader who isn’t a very good example of words and actions. I wouldn’t elaborate anymore but as a leader, you have to be a great and sincere motivator. Talent management can be challenging but when you make an effort to get to know not only their strengths and weakness but who they are, you are sure to succeed.
I agree. I think if you can show that you care about what they care about, they are more likely to care about what you care about in turn. Jim and Michele McCarthy do a nice job demonstrating this in their Core Protocols for achieving alignment. Their Boot Camp is a very powerful experience in building effective teams. If you don’t know it, do check it out: http://www.mccarthyshow.com/
Mark
Dorthe,
I’m so glad to know that number 7 resonated with you – and I do believe it’s critical to a leader’s success. You’re right – it’s about the effort and making it a priority. Thank you for sharing your experience here, I sincerely appreciate it.
Lisa,
Great points. The one that resonates most with me – more in terms of leadership writ large, than solely talent management – is number 6: Everything communicates. I had a new CEO who had a habit of thinking out loud, then was surprised when isues he was pondering were set in motion by the staff. It was actually my first leadership coaching gig as I explained that he no longer had the luxury of thinking out loud. Every utterance was closely observed and acted upon as soon as he left the room. It was a big behavorial change for him.
Scott
Scott,
Here is another way you might want to think about the problem you cite, if you ever hit it again.
Some of us “think to talk” and others “talk to think”. Jung has demonstrated that this difference is inherent in the way we process information and make decisions.
Your CEO example may have the aspect that the CEO “talks to think” while his staff “thinks to talk” and therefore there is a communication style mismatch.
So another way to play that game is for the CEO to recognize this and use a select and trusted audience to talk his way through his thinking. Then he might be more comfortable doing as you recommend, i.e. matching the communication style of his staff by seeming to “think-to-talk”.
Something to noodle on?
Mark
Scott,
You know, that’s fascinating because I’ve been spending a lot of time (as you probably know) looking at the leadership differences between introverts and extroverts. He clearly was an extrovert and did not understand the impact of this seemingly natural act of thinking out loud. Thanks so much for bringing this experience to my attention, it definitely does support that idea that “everything communicates,” even your thought process!
Lisa, I recently read a survey from an international organization focused on leadership development, over 97% of CEO’s agreed that attracting and retaining talent is their most critical responsibility and concern. Your post is right on the money… literally. Developing talent requires a thoughtful and intentional plan. Coaching at the top of the pyramid, mentoring in the middle and teaching throughout.
Many thanks.
Craig, Thank you for sharing the results of that study – I sincerely appreciate it. Looks like the CEOs in that study and the ones I work with are all in agreement. Hope you’re enjoying the weekend!